It's
always desirable to be a good manager, not to be a manager. To be a good
manager, one should not only have the ability to manage, but also have
convincing temperament and reasonable management philosophy. In this semester,
I have benefited a lot from the study of management psychology. I have learned
more management knowledge. Combined with the previous courses like management
and the history of management thoughts, I have initially formed a brief management
concept. This article mainly shares some of my insights on organizational
behavior and motivation, which is also because my ability is not enough to
express all knowledge points of management psychology, please forgive me.

As
an important subject in modern psychology and management science system,
management psychology aims at how to fully mobilize the behavior enthusiasm of
people in management, while the performance of people's behavior enthusiasm and
potential depends largely on the level and method of management motivation.
Therefore, the research on motivation and related issues should be taken as the
core of modern management psychology theory, and with this as the center,
efforts should be made to establish a scientific modern management psychology
theory system with Chinese characteristics. Motivation refers to the
psychological process that stimulates people's behavioral motivation. In
management, it is also known as the problem of motivation. A correct
understanding of incentive theories and models and the timely adoption of
appropriate incentive methods and means are of great guiding significance to
managers at all levels. The main purpose of studying management psychology is
to master the psychology of individuals and groups, motivate everyone's
enthusiasm and make the best of their talents.

Motivation
is actually a response to some kind of result, and what we want to do is to
connect that kind of result to a certain kind of feeling, to have the kind of
good result that you like coming up again and again. If a child says a bad
word, if he gets a slap in the face right away, he will remember that he can't
do this thing, and he will have scruples when he wants to say it again. If he
gets a chocolate bar right away, he'll know that swearing is good, and he'll
say it more often, more often, more often. "Slap" and
"chocolate" are a response. If you often get the "slap",
the swear word will be less, or no; If he gets "chocolate" a lot,
he'll basically say bad words. This is called reinforcement. But if you give
him that slap or chocolate a week later, he doesn't know what that has to do
with swearing, and even if you tell him why, it doesn't really impress him, and
neither the slap nor the chocolate has anything to do with swearing, so he
doesn't feel anything. Can deduce from this, when employees make a certain
contribution to an organization, in a timely manner to give a certain reward,
that the employees or other employees will therefore increasingly eager to make
contributions for the organization, while not giving any rewards, employees
will produce negative psychology and loss of interest to make a contribution,
even can also affect the other employees.

Herzberg's
two-factor motivation theory, like maslow's hierarchy of needs theory and
McLeeland's achievement motivation theory, focuses on trying to persuade
employees to value certain work-related performance reasons. It is one of the
most controversial motivational theories available, perhaps because it has two
unique aspects. First, the theory emphasizes that some work factors can lead to
a sense of satisfaction, while others can only prevent a sense of
dissatisfaction. Second, job satisfaction and dissatisfaction do not exist in a
single continuum. By examining the relationship between job satisfaction and
productivity among a group of accountants and engineers, and by conducting
semi-structured interviews, hertzberg has amassed data on the factors that
influence how these people feel about their work, suggesting that there are two
different kinds of factors. The first category is motivational factors,
including work itself, recognition, achievement and responsibility, which
relate to positive feelings about the job and the content of the job itself.
These positive feelings relate to past accomplishments, recognition, and past
responsibilities, based on enduring rather than fleeting achievements in the
work environment. The second type of factor is health care, including company
policy and management, technical supervision, salary, working conditions and
interpersonal relations. These factors relate to the negative aspects of work,
as well as the atmosphere and environment of work. That is to say, these
factors are external to the work and the work itself, while the motivating
factors are internal, or internal factors associated with the work.

The
fact that employees get paid, like a base salary, doesn't motivate them to work
hard, it just keeps them from feeling dissatisfied, not satisfied, and that's
the health factor. A bonus or extra reward, a promotion, or something like that
will make them feel satisfied, something called a motivator. Based on my
personal experience, when I was working in a restaurant, my supervisor asked me
to do a job that didn't belong to me, which I naturally didn't want to do.
After my supervisor promised me to buy me food, I made efforts to do that
because of this incentive factor. If I only got my original salary, I would not
do it or do it with a negative attitude. In today's society, no matter at the
bottom or top management, what they desire is nothing but benefits, and the
extra rewards are the most motivating.

Of
course, people don't just view actual benefits as incentives. According to
maslow's hierarchy of needs theory, human needs are divided into five
categories, and the five categories of needs are divided into five categories,
which are graded step by step. They are physiological needs, safety needs,
emotional needs and belonging needs, respect needs and self-realization needs.
That is to say, after employees get the basic salary, extra bonus and so on,
what they finally need is the need of self-realization. Therefore, managers
should also meet the needs of employees. For example, they should pay special
recognition to employees' contributions at the company conference. If the
employee is promoted to a position that suits his or her abilities, he or she
can fulfill the need for self-fulfillment.

To
sum up, by correctly motivating the behavior of people in management
activities, people can better carry out management activities in the right
direction of valuing, understanding, respecting, developing and realizing
people, promote the smooth progress of management activities and promote the
continuous improvement of the practice level of management activities.
Otherwise, any kind of management psychology theory which lacks humanism and
motivation to human behavior may appear empty and weak in today's and future
management practice activities. In the face of the increasingly fierce market
competition, the managers of the organization must constantly devise new
incentive schemes, so that the forms of incentives are different and fresh and
can impress people, so as to achieve greater results at the same price.